On completion of the course the students will be able to:

1. understand and critically discuss the original and contemporary concepts of international management
2. describe and discuss the factors driving change in the international business environment

3. practice cross-cultural interactions in multinational teams
4. utilize relevant analytical tools to simulate and debate international management practices

5. critically evaluate the development of international management concepts and appraise alternatives
6. understand and evaluate challenges which companies with international activities might be facing

Organizations across the world no longer work in an environment defined by national boundaries.
Changing patterns of global competition, knowledge transfer, and transnational co-operation are redefining the rules of the international business game. International managers have to cope with the need for simultaneously achieving global effectiveness and local responsiveness. Multinational enterprises seek to transcend their cultural embeddedness and ethnocentric frameworks.
Therefore, the objective of this course is to understand the knowledge, perspectives, and skills that global managers need to work effectively in different cultural environments and with people from all over the world. To fulfil this aim, this course explores organizational strategies, structures and processes for cross-border activities, as well as ways to address, coordinate and exploit the diversity of values, resources and cultures when managing international activities and the challenges deriving from it.
The major components of this course are as follows:

• Overview of international management and the contemporary international business environment
• Organizational and strategic aspects of international management; headquarter-subsidiary relationships in multinational companies; cross-border M&A; managing global media firms
• Cross-cultural management
• International human resource management and leadership
• International entrepreneurship and SME management

Connection to Research and Practice

The course is focused on international management theory and connects to research in this area by the following:

• Connecting students with internal and external faculty who are research focused on the area of international management through lectures and seminars were the researchers own research is used as teaching material.
• Introducing students to the traditional and contemporary frameworks in internalization, entry modes, cross cultural management and global resource strategies.
• The practical connections brought into the course are lectures from MNE executives on their challenges with these concepts and real live problem-solving cases with these companies.

Lectures, case based seminars, project work. In addition to class contact, students will devote extensive time to independent study and project work.

The teaching is conducted in English.

60 credits in Business Administration or Economics including an introductory course to organization theory or strategy (or the equivalent).

The course is graded A, B, C, D, E, FX or F.

Individual written exam (ILOs: 1, 2,5 and 6) representing 4 credits
Group course Iassignment (ILOs: 1-6) representing 3.5 credits

Name of the Test	Value	Grading
Individual written exam1	4 credits	A/B/C/D/E/FX/F
Group course assignment1	3.5 credits	A/B/C/D/E/FX/F

¹ The grade is reported when all compulsory elements have been successfully accomplished. The final grade of the course is determined by the sum total of points for all parts of examination in the course (0-100 points). Grade is set in accordance to JIBS grading policy - A/B/C/D/E/FX.

It is the responsibility of the examiner to ensure that each course is evaluated. At the outset of the course, evaluators must be identified (elected) among the students. The course evaluation is carried out continuously as well as at the end of the course. On the completion of the course the course evaluators and course examiner discuss the course evaluation and possible improvements. A summary report is created and archived. The reports are followed up by program directors and discussed in program groups and with relevant others (depending on issue e.g. Associate Dean of Education, Associate Dean of faculty, Director of PhD Candidates, Dean and Director of Studies). The next time the course runs, students should be informed of any measures taken to improve the course based on the previous course evaluation..

Academic integrity

JIBS students are expected to maintain a strong academic integrity. This implies to behave within the boundaries of academic rules and expectations relating to all types of teaching and examination.

Copying someone else’s work is a particularly serious offence and can lead to disciplinary action. When you copy someone else’s work, you are plagiarizing. You must not copy sections of work (such as paragraphs, diagrams, tables and words) from any other person, including another student or any other author. Cutting and pasting is a clear example of plagiarism. There is a workshop and online resources to assist you in not plagiarizing called the Interactive Anti-Plagiarism Guide.

Other forms of breaking academic integrity include (but are not limited to) adding your name to a project you did not work on (or allowing someone to add their name), cheating on an examination, helping other students to cheat and submitting other students work as your own, and using non-allowed electronic equipment during an examination. All of these make you liable to disciplinary action.

• Deresky, Helen. International Management: managing across borders and cultures (ninth edition).
• A list articles will be supplied at the course introduction.